REVA INSTITUTE OF SCIENCE AND MANAGEMENT

DEPARTMENT OF MANAGEMENT STUDIES

I Internal Assessment Test – II Semester – May 2019
Subject code & Subject: 2.4-HUMAN CAPITAL MANAGEMENT

Max marks: 30 Date:14-05-2019

Time: 1Hr

SECTION – A/B/C
Section A

Answer any one question. 5x1=5

1. Define Human resource planning and State the factors affecting HRP
Process by which an organisation ensures that it has the right number & kind of people at the
right place and at the right time, capable of effectively and efficiently completing those tasks
that help the organisation achieve its overall objectives..

ORGANIZATIONAL GROWTH CYCLES & PLANNING

• Embryonic stage – No personnel planning

• Growth stage – HR forecasting is essential

• Maturity stage – Planning more formalized & less flexible

• Declining stage – Planning for layoff, retrenchment & retirement

ENVIRONMENTAL UNCERTAINITIES

• Political, social & economic changes

• Balancing programmes are built into the HRM programme through succession planning,
promotion channels, layoffs, flexi time, job sharing, retirement, VRS, etc….

. TIME HORIZONS

• Short-term & Long-term plans

TYPE & QUALITY OF FORECASTING INFORMATION

• Type of information which should be used in making forecasts

NATURE OF JOBS BEING FILLED

 • Difference in employing a shop-floor worker & a managerial personnel

OFF-LOADING THE WORK

2. Write a note on Emerging HR Practices

a. Strategic role

b. Proactive

c. Key part of organizational mission

d. Service focus

e. Process-based organization

f. Cross-functional teams, teamwork most important

g. People as key investments/assets

Section B
Answer any one question. 10x1 = 10
1. Distinguish between traditional and strategic human resource management

Point of distinction Traditional HR Strategic HR

Focus Employee Relations Partnerships with int

external customers

Role of HR Transactional change Transformational cha

follower and respondent and initiator.

Initiatives Slow, reactive, Fast, proactive and i

fragmented
Time horizon Short-term Short, medium and l
required)

Control Bureaucratic-roles, Organic-flexible, wha

policies, procedures necessary to succee

Tight division of labor; Broad, flexible, cross

Job design independence, teams
specialization

Key investments Capital, products People, knowledge

Accountability Cost centre Investment centre
Responsibility for HR Staff specialists Line managers

2. Define Job Analysis and explain the process of job Analysis

The process of getting detailed information about jobs.

JOB DESCRIPTION
• Job Identification
• Job summary
• Job duties and responsibilities
• Working conditions
• Machines tools and equipment's
• Social environment
• Supervision
• Related to other job.
JOB SPECIFICATION
• Qualifications
• Experience
 • Physical characteristics
• Psychological characteristics
• Social characteristic
Section C
Compulsory 15x1 = 15
1. Explain the Contemporary issues in HRM

Major Contemporary issues in HRM are

• Green HRM

• IHRM

• Chronic Health Issues

• Career management and Development

• SHRM

• Organizational Development and Change

• Employee Benefits and Compensation

•
 REVA INSTITUTE OF SCIENCE AND MANAGEMENT
DEPARTMENT OF MANAGEMENT STUDIES
II Internal Assessment Test – II Semester – Jun 2019
Subject code & Subject: 2.4 -Human Capital Management
Answer Scheme

Max marks: 30 Date: 25-6-2019

Time: 1Hr

SECTION – c
Section-A
Answer any ONE question 5x1=5
1. What is Training Need Assessment and explain different methods of assessment?
Training needs assessment is the systematic effort that we make to gather opinions and
ideas from a variety of sources on performance problems or new systems and
technologies
Organizational analysis
Person analysis
Task & role analysis

2. Define Performance Appraisal and state the Objectives?

It is the process of evaluating the performance of employees, sharing that information
with them and searching for ways to improve their performance’’.
Employee
 concrete and tangible particulars about their work
 assessment of performance
 Personal development
 work satisfaction
 involvement in the organization.
Organization
 measuring the efficiency
 maintaining organizational control.
 mutual goals of the employees & the organization.
 growth & development
 increase harmony & enhance effectiveness
 Section-B
Answer any one question. 10X1=10

1. Define Management Development and explain the different methods of Management

development?
Executive or management development is a planned, systematic and continuous process
of learning and growth by which managers develop their conceptual and analytical
abilities to manage.
1 . Decision-making skills (a) In-basket
(b) Business game
(c) Case study
2.Interpersonal skills (a) Role play
(b) Sensitivity training
(c ) Behaviour Modelling
3. Job knowledge (a) On-the-job experiences
(b) Coaching
(c) Understudy
4. Organisational knowledge (a) Job rotation
(b) Multiple management
5. General knowledge (a) Special courses
(b) Special meetings
(c) Specific readings
6. Specific individual needs (a) Special projects
(b) Committee assignments

2. Define Compensation and explain the Components of Compensation?

Compensation may be defined as money received in performance of work and many
kinds of benefits that an organization provides to their employees.
Monetary and non monetary , direct and indirect

Section-C (Compulsory)
Write a short note on the following 15x1=15

1. Critical incidents methods

 In this method of Performance appraisal the evaluator rates the employee on the basis of
critical events and how the employee behaved during those incidents.
 It includes both negative and positive points.
 The drawback of this method is that the supervisor has to note down the critical incidents
and the employee behavior as and when they occur.

2. Forced distribution
 To eliminate the element of bias from the rater’s ratings, the evaluator is asked to
distribute the employees in some fixed categories of ratings like on a normal
distribution curve.
 The rater chooses the appropriate fit for the categories on his own discretion

3. Behaviorally Anchored rating scales

 Is a relatively new technique which combines the graphic rating scale and critical
incidents method.
 It consists of predetermined critical areas of job performance or sets of behavioral
statements describing important job performance qualities as good or bad.
 In this method, an employee’s actual job behavior is judged against the desired behavior
by recording and comparing the behavior with BARS.

4. 360 Degree Performance method

1. Self appraisal
2. Superior’s appraisal
3. Subordinate’s appraisal
4. Peer appraisal.
5. Management by objectives

Specific
Measurable
Achievable
Realistic, and
Time bound